Worlds Apart: Does Perceptual Congruence Between Leaders and Older Employees Regarding Age-Friendly Organizational Climate, Management, and Work Design Matter?
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In: Work, Aging and Retirement, Vol. 10, No. 2, 13.04.2024, p. 123-137.
Research output: Journal contributions › Journal articles › Research › peer-review
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TY - JOUR
T1 - Worlds Apart: Does Perceptual Congruence Between Leaders and Older Employees Regarding Age-Friendly Organizational Climate, Management, and Work Design Matter?
AU - Finsel, Julia
AU - Venz, Laura
AU - Wöhrmann, Anne Marit
AU - Wilckens, Max Reinhard
AU - Deller, Jürgen
N1 - Publisher Copyright: © The Author(s) 2023.
PY - 2024/4/13
Y1 - 2024/4/13
N2 - Research on the effectiveness of age-friendly organizational practices tends to focus on older employees’ perceptions of these. Drawing on perceptual congruence and psychological contract theory, we hypothesize that leaders’ perceptions of these organizational practices are relevant as well. Specifically, we argue that (dis)agreement between leaders’ and older employees’ perceptions (i.e., perceptual (in)congruence) of organizational practices related to age-friendly organizational climate, management, and work design plays a role in older employees’ well-being. Polynomial regression and response surface analysis were applied to a dyadic sample of 484 older employees and their leaders from 100 diverse organizations. Results reveal that leader-employee perceptual congruence on high levels of perceived age-friendly work design was related to higher employee well-being. By contrast, older employees’ well-being was lower when leaders evaluated the three age-friendly organizational practices higher than their older employees. Our findings suggest that further theoretical consideration of the role of leader-employee perceptual (in)congruence for aging workforces is needed, and that scholars and organizations should acknowledge the relevance and interplay of different stakeholders’ perceptions within an organization.
AB - Research on the effectiveness of age-friendly organizational practices tends to focus on older employees’ perceptions of these. Drawing on perceptual congruence and psychological contract theory, we hypothesize that leaders’ perceptions of these organizational practices are relevant as well. Specifically, we argue that (dis)agreement between leaders’ and older employees’ perceptions (i.e., perceptual (in)congruence) of organizational practices related to age-friendly organizational climate, management, and work design plays a role in older employees’ well-being. Polynomial regression and response surface analysis were applied to a dyadic sample of 484 older employees and their leaders from 100 diverse organizations. Results reveal that leader-employee perceptual congruence on high levels of perceived age-friendly work design was related to higher employee well-being. By contrast, older employees’ well-being was lower when leaders evaluated the three age-friendly organizational practices higher than their older employees. Our findings suggest that further theoretical consideration of the role of leader-employee perceptual (in)congruence for aging workforces is needed, and that scholars and organizations should acknowledge the relevance and interplay of different stakeholders’ perceptions within an organization.
KW - Management studies
KW - Business psychology
KW - human
KW - human resource management
KW - leadership
KW - psychological contracts
KW - work design
UR - https://academic.oup.com/workar/article/10/2/123/7111320?login=true
UR - http://www.scopus.com/inward/record.url?scp=85189286476&partnerID=8YFLogxK
UR - https://www.mendeley.com/catalogue/feb79e06-657d-399f-b95b-d1744f1caa85/
U2 - 10.1093/workar/waad009
DO - 10.1093/workar/waad009
M3 - Journal articles
VL - 10
SP - 123
EP - 137
JO - Work, Aging and Retirement
JF - Work, Aging and Retirement
SN - 2054-4642
IS - 2
ER -